8450806 Bersin IMPACT 2014 Conference Collateral …login.bersin.com/uploadedFiles/IMPACT-2015-Agenda.pdf · Case Study Disney's Executive Leadership Insights: A Win-Win LD3 Donald

Conference Agenda

2 www.bersin.com

Tuesday, April 28

New Age of Work Transform & Reinvent Lead & Develop Attract & Engage

7:00 – 8:00 a.m.Breakfast

Breakfast in the Sponsor Showcase | Donald J. Trump Ballroom I-L

8:00 – 9:00 a.m.

Opening Keynote

Bold HR: Leading in the new world of work Josh Bersin, Principal and Founder, Bersin by Deloitte, Deloitte Consulting LLP

G1 Donald J. Trump Ballroom E-H

9:00 – 9:30 a.m.Break

Morning Break in the Sponsor Showcase Donald J. Trump Ballroom I-L

9:30 – 10:45 a.m.

Panel Going Beyond “Out of the Box” Thinking: Redesigning the Workspace for Agility,

Engagement, and Innovation NA5

Donald J. Trump Ballroom C-D

Panel The Proof is in the Pudding, the

Perils are in the Plan: Planning for an HCM Software Implementation

TR3 Donald J. Trump Ballroom A-B

Research Reconnecting Learners with L&D

LD1 Donald J. Trump Ballroom E-H

Case Study Lessons from the Front Line: How

Dell Finally Got Serious about Employment Branding

AE3 Juniper

10:45 – 11:00 a.m.Break

Short Networking Break

11:00 – 12:15 p.m.

Case Study Evolving the Matrix: Using

Organizational Network Analysis to Drive Better Outcomes

NA1 Juniper

Panel Reinventing L&D Organizations for

Continuous Learning TR5


Case Study Disney's Executive Leadership

Insights: A Win-Win LD3

Donald J. Trump Ballroom E-H

Panel Partnering for the Win: Recruiters

and Hiring Managers Align for Results

AE5 Donald J. Trump Ballroom A-B

12:15 – 1:30 p.m.Lunch

Lunch and Networking Grand Patio

1:30 – 2:45 p.m.

The WhatWorks® Award Program

Finalists Present: Cast Your Vote for the Ultimate Award Recipient G2


2:45 – 3:15 p.m.Break

Afternoon Break in the Sponsor Showcase | Donald J. Trump Ballroom I-L

3:15 – 4:30 p.m.

Panel Performance Management Evolution

under the Microscope: Examples from Gap Inc. and Deloitte LLP

NA3 Donald J. Trump Ballroom C-D

Research Building HR Analytics Skills: Turning

Dataphobes into Dataphiles TR1


Working Session Reinventing the L&D Profession:

The Cobbler's Children Need Shoes LD2

Juniper

Case Study It's Your Business: Transforming HR

to Empower Managers AE4

Donald J. Trump Ballroom A-B

6:00 – 7:30 p.m. Reception and Networking | Royal Palm Pool

Wednesday, April 29

Time Events

1:00 – 6:00 p.m.Registration

Registration will continue through Thursday, April 30

1:30 – 3:00 p.m.

Roundtable Improving the Member Experience

RT1 Rose

Roundtable The Great Divide: HCM Technology

in the Global Enterprise RT2

Cypress

Roundtable Member Advisory Session:

Enhancing Learning Culture for Greater Organizational Performance

RT3 Lantana

Roundtable Crossing the Chasm: Moving from

Reporting to Analytics RT4

Ginger

3:15 – 4:45 p.m.

Roundtable Getting Value from Advanced & Predictive Analytics

RT5 Ginger

Roundtable Member Advisory Session: Transforming Leadership Development

RT6 Lantana

4:00 – 5:30 p.m.

Demonstration

Introduction to New Bersin by Deloitte Membership Features RT7

Juniper

6:00 – 7:30 p.m.Reception

Opening Reception | Blue Monster Lawn

IMPACT 2015 3

Thursday, April 30

Friday, May 1

New Age of Work Transform & Reinvent Lead & Develop Attract & Engage

7:00 – 8:00 a.m.Breakfast

Breakfast in the Sponsor Showcase | Donald J. Trump Ballroom I-L

8:00 – 9:00 a.m.

Keynote

The Reliance Story: An HR Reinvention Prabir Jha, Group President and Chief Human Resources Officer, Reliance Industries Limited


9:00 – 9:30 a.m.Break

Morning Break in the Sponsor Showcase Donald J. Trump Ballroom I-L

9:30 – 10:45 a.m.

Working Session Reimagining the Learner

Experience... From Beginning to End

NA2 Juniper

Case Study Know, Now Act: A Dapifer's Journey into HR Research,

Analytics, and Insights TR2


Case Study How Extra Space Storage Created a Leadership Development Program

on a Budget LD4


Research Beyond Integrated Talent

Management: Building a Business-Aligned Talent Strategy to

Maximize Impact AE1


10:45 – 11:00 a.m.Break

Short Networking Break

11:00 – 12:15 p.m.

Panel How to Evolve Performance

Management in Your Organization NA4

Juniper

Research The New HR Business Partner: Beyond Generalist to Trusted

Strategic Advisor TR6


Panel Learning Technology: What Does It Really Take to Deliver Continuous

Learning? LD5


Panel Meeting the Talent Challenges of Multi-Generational Workforces

AE6 Donald J. Trump Ballroom C-D

12:15 – 1:30 p.m.Lunch

Lunch and Networking DJT Grand Patio

1:30 – 2:45 p.m.

Research Top Trends in HCM Technology —

Or How to Stop Worrying and Love Your Mobile Phone

NA6 Donald J. Trump Ballroom E-H

Panel Overcoming Common Strategic Workforce Planning Challenges

TR4 Donald J. Trump Ballroom C-D

Case Study MasterCard's Social Learning

Journey LD6


Working Session Hire Better to Retain Longer: How

Your Employment Brand Helps AE2

Juniper

2:45 – 3:15 p.m.Break

Afternoon Break in the Sponsor Showcase Donald J. Trump Ballroom I-L

3:15 – 4:15 p.m

Keynote

Leading for Innovation Greg Brandeau, Co-Author of Collective Genius; Former Executive Vice President and Chief Technology Officer, The Walt Disney Studios; Former Senior Vice President, Pixar


4:15 – 5:15 p.mReception

Closing Reception | Imperial Lawn & Terrace

8:00 – 8:30 a.m.

Breakfast

Breakfast for Workshop Attendees

The Grand Foyer

8:30 – 12:00 p.m.

Workshop Let's Get Real About

Measurement: Leading Practices for Measurement and Evaluation

in a World of Formal, Informal and Continuous Learning

W1 Donald J. Trump Ballroom I

Workshop High-Impact HR: Structuring for

Success W2

Donald J. Trump Ballroom J

Workshop Exploring Performance

Management Transformation W3

Donald J. Trump Ballroom K

Workshop Building and Sustaining Highly

Engaging Cultures W4

Donald J. Trump Ballroom L

IMPACT 2015www.bersin.com 4

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RT2

The Great Divide: HCM Technology in the Global Enterprise

Katherine Jones, Ph.D., Vice President, HCM Technology Research, Bersin by Deloitte, Deloitte Consulting LLP

Tuesday, April 28, 1:30–3:00 p.m.

Is there a chasm between the technology at your fingertips and what you really need to do at work? Do the buzzwords "flexible, agile, engaging" make you laugh when you think about managing your HR responsibilities?

This interactive roundtable will bring together HCM leaders who think about, want to think about or actually touch technology. The goal is a participant-led discussion of what works and what doesn't, planning for implementations, replacing old technology, selecting new solutions, and the ever-present issue of change. The session is designed to serve as a sounding board for ideas and results related to approaching and managing technology in which participants share their challenges and experiences.

Come prepared to address these starting points for discussion:

• What do you see as the disconnect between technology market hype and the real world you live in today?

• What new technologies do you think would have the most positive impact on your business?

• How do you leverage your employees as brand advocates?

• What are your top three technology challenges this coming year?

Special events

RT1

Improving the Member Experience

Chris Howard, Director and Research Operations Leader, Bersin by Deloitte, Deloitte Consulting LLP

Kim Lamoureux, Vice President, Product Management, Bersin by Deloitte, Deloitte Consulting LLP


Personas (or roles) are used to improve the member experience. At Bersin by Deloitte, persona profiles are used to help us write our research and develop new formats, develop products and services that are structured to meet the needs of key member types, and conform web and mobile interfaces to the needs of the individual member.

In this session, we will provide an overview of the personas used at Bersin by Deloitte. Then, we will facilitate a discussion and look to you to gather key characteristics of each of these four personas - CHRO/Head of TM, HR Functional Heads, HR Directors/Managers, and HR Specialists/Generalists.

Topics to be covered for each persona will include:

• What a member does, what frustrates a member and what gives a member satisfaction;

• A member's typical day and experiences, as well as skills, attitude, background, environment and goals; and

• A member's motivations, expectations, aspirations and behaviors.

This session is offered by invitation only and intended for senior level leaders who can speak to the various personas/roles are encouraged to attend and contribute their insights and questions.


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RT3

Member Advisory Session: Enhancing Learning Culture for Greater Organizational Performance

Cherie Bescript, Senior Consultant, Member Advisory Team, Bersin by Deloitte, Deloitte Consulting LLP

Kris d'Ambrosio, Senior Consultant, Member Advisory Team, Bersin by Deloitte, Deloitte Consulting LLP


Bersin by Deloitte research has determined possibly the greatest predictor of business impact is the strength of the organization's learning culture. Learning culture directly accounted for 46 percent of overall improved business performance as measured by the business outcomes examined in Bersin by Deloitte's high-impact learning culture study.1 Learning culture matters—not only for creating a productive environment for employees, but also as an essential element of business strategy.

This session will provide you with frameworks and tools to help you assess your organization's current learning culture and design a plan to shape and enhance it for organizational effectiveness. It is part of a blended learning approach that involves a sequence of activities to be performed before, during, and after the session. The activities will leverage different learning methods: self-study, virtual discussions, peer connections and recommended actions. The planned activities align with Bersin by Deloitte's research. Expected program outcomes have been designed to:

• Advance your knowledge of learning culture;

• Leverage how others have applied leading practices in their organizations to optimize business impact;

• Prioritize and gain buy-in for your learning culture goals; and

• Establish an action plan to help influence and drive your learning culture goals.

1For more information, High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise, Bersin by Deloitte / David Mallon, June 2010. Available to research members at www.bersin.com.

RT4

Crossing the Chasm: Moving from Reporting to Analytics

Karen O'Leonard, Vice President, Benchmarking & Analytics Research, Bersin by Deloitte, Deloitte Consulting LLP


The vast majority of HR organizations are still churning out reports, with few useful insights and recommendations. For many, the challenge in moving to advanced and predictive analytics seems daunting.

In this session, we will discuss how HR organizations can move beyond reporting and into true talent analytics. Participants will share what's working — and what's not — as they pave a path to making better decisions from their data.

Please come prepared to address the following discussion topics:

• How is your organization currently using reports and dashboards?

• How is your organization improving its data quality?

• What are your biggest challenges?

• Have you achieved any 'small wins' with analytics?

Special events


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Member Advisory Session: Transforming Leadership Development

Julie Duda, Manager, Member Advisory, Bersin by Deloitte, Deloitte Consulting LLP

Christina Rasieleski, Senior Consultant, Bersin by Deloitte, Deloitte Consulting LLP


Deloitte's Human Capital Trends Report 2014 found that leadership remains the top human capital concern, and anemic leadership pipelines comprise the largest "readiness gap."1 The needs are clear: to develop new leaders faster, to globalize leadership programs and to build deeper bench strength.2 During this session you will utilize Bersin by Deloitte's research and tools to help you evaluate the effectiveness of your leadership development programs, exchange ideas with other practitioners about leading practices, and design a plan to shape and enhance your programs for greater impact.

This session is part of a blended learning approach that involves a sequence of activities to be performed before, during, and after the session. The activities will leverage different learning methods: self-study, virtual discussions, peer connections and recommended actions. The planned activities align with Bersin by Deloitte's research. Expected program outcomes have been designed to:

• Further your knowledge of high-impact leadership development organizations;

• Assess your organization's leadership development programs;

• Socialize and prioritize your leadership development goals; and

• Establish an action plan to help influence and drive your leadership development goals.

1For more information, Human Capital Trends Report 2014, Deloitte University Press / Adam Canwell, Vishalli Dongrie, Neil Neveras and Heather Stockton, March 2014. Available at http://dupress.com/articles/hc-trends-2014-leaders-at-all-levels.

2For more information, Leadership Development Factbook 2014: Benchmarks and Trends in U.S. Leadership Development, Bersin by Deloitte / Karen O'Leonard and Jennifer Krider, May 2014. Available to research members at www.bersin.com.

Special events

RT5

Getting Value from Advanced & Predictive Analytics

Karen O'Leonard, Vice President, Benchmarking & Analytics Research, Bersin by Deloitte, Deloitte Consulting LLP


Please come prepared to address the following discussion topics:

• What types of advanced and/or predictive analytics projects are you doing?

• How are these projects adding value to your organization?

• What challenges have you encountered?

• What are your main priorities for the coming year?


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RT7

Introduction to New Bersin by Deloitte Membership Features

Scott Carmichael, Manager, Digital Product Development, Bersin by Deloitte, Deloitte Consulting LLP

Kim Lamoureux, Vice President, Product Management, Bersin by Deloitte, Deloitte Consulting LLP


Bersin by Deloitte recently launched three new features of its membership program to help members develop solutions to improve their HR performance.

• Challenge Playbooks are designed around specific problems that companies have difficulty solving. These Playbooks provide convenient access to relevant resources and services that are organized around nine broad topic areas and six problem-solving stages.

• The Interactive Factbook is a powerful tool that uses data visualization technology to allow customers to benchmark their practices and expenditures.

• High-Impact Maturity Diagnostics are based on our research-driven maturity models. These online assessments measure and benchmark maturity and effectiveness.

We will showcase these features with an objective of obtaining feedback on how members would use them among their teams and additional functionality they would like added. Topics to be covered include:

• An overview of the Challenge Playbooks' nine-box framework, including the six stages they are designed around;

• An overview of Maturity Diagnostics and Interactive Factbooks; and

• Planned and potential future enhancements of these features.

This session is offered by invitation only and is intended for:

• Enterprise members who are interested in learning about these enhanced features, determining how they could help their teams' performance and providing feedback for improvement; and

• Non-enterprise members who are interested in learning about these features as a decision point in upgrading to Enterprise membership.

• Non-members who are interested in learning about these features as a decision point in joining the membership program.

Special events


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Evolving the Matrix: Using Organizational Network Analysis to Drive Better Outcomes

Karen Kocher, Chief Learning Officer, CIGNA

Wednesday, April 29, 11:00–12:15 p.m.

Every organization is comprised of individuals with complex networks of friends, colleagues, and acquaintances they use to get work done. However, not all networks – and the individuals within them – are of equal importance to the organization. In this presentation, Karen Kocher will share examples of how CIGNA has used organizational network analysis to lower healthcare costs, improve internal communication and collaboration, develop leaders, and evolve the company's M&A playbook. She will also share some of the challenges her organization faced in leveraging this novel approach to improving employee performance and some of the lessons learned. Attendees will come away will come away with a much greater appreciation for the power of understanding their organization's networks and insights on how to start a similar process in their organization.

NA2

Reimagining the Learner Experience… From Beginning to End

Pearl Sumathi, Ed.D., Vice President and Head of Talent Development, Lincoln Financial Group

Todd Tauber, Vice President, Learning and Development Research, Bersin by Deloitte, Deloitte Consulting LLP

Thursday, April 30, 9:30–10:45 a.m.

A good "customer experience" can be one of the most effective tools to get your workforce to engage with corporate learning. However, too many L&D teams pay attention only to the learning event, even though the learner's experience actually starts long before an employee shows up for a training class or launches a course. To reconnect learners with L&D, learning professionals should start by understanding and improving the entire experience, from beginning to end.

In this working session, participants will work together to:

• Map out the entire employee learning experience – before, during and after the course;

• Develop storyboards to see what's really happening at each phase of the learner journey; and

• Identify the sources of (and solutions for) employees' most common frustrations with L&D offerings.


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Performance Management Evolution under the Microscope: Examples from Gap Inc. and Deloitte LLP

Stacia Sherman Garr, Vice President, HR and Talent Management Research, Bersin by Deloitte, Deloitte Consulting LLP

Ashley Goodall, Director and CLO, Leadership Development, Deloitte LLP

Rob Ollander-Krane, Senior Director, Organization Performance Effectiveness, Gap Inc.


Performance management is evolving in many organizations. But that evolution happens in different ways for different organizations. In this session, each presenter will share how his organization completely changed how performance is managed. Attendees will find many similarities in the desired outcomes, but will also note significant differences in the approaches.

Gap Inc.'s performance management approach began with a focus on simplifying performance management and enabling performance discussions to drive more impact. To do this, the organization determined it needed to eliminate performance ratings and year-end reviews while shifting to focus on regular discussions of performance. The new approach was implemented across the organization in February 2014, with managers and employees alike welcoming the change.

Deloitte set out to design a performance management system that responds to the new world of work—one where engagement at the team level is the critical priority, where leaders need tools to bring out the strengths of each team member, and one where reliable, real-time performance data underpins key talent management decisions. Deloitte's innovative approach to performance management addresses two imperatives: providing a solution that meets today's "right now" talent challenges and best leverages available data.

NA4

How to Evolve Performance Management in Your Organization

Kathy S. Gagne, Global Lead, Talent Strategy, Sapient

Anjelica Garcia, Ed.D., Executive Director, Global Talent, Sony Pictures Entertainment

Stacia Sherman Garr, Vice President, HR and Talent Management Research, Bersin by Deloitte, Deloitte Consulting LLP

Chris King, Vice President, Talent Solutions, The Disney Company

Jonathan Levy, Director of Training and Organizational Development, Autodesk

Rob Ollander-Krane, Senior Director, Organization Performance Effectiveness, Gap Inc.

Thursday, April 30, 11:00–12:15 p.m.

This working session is designed to complement the presentation Performance Management Under the Microscope. Session attendees will have the opportunity to learn more about the practical "how tos" of evolving performance management. During the session, those who have evolved performance management in their organizations will share details of how they did it and answer questions from those contemplating a similar journey. Each table will have a dedicated "discussion captain" who has led a significant performance management transformation at his or her organization. Discussion captains will guide attendee conversations through critical issues and questions that should be considered when evolving performance management to a more continuous, coaching-focused approach. Come prepared with your questions, insights, and suggestions to share.


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Going Beyond "Out-of-the-Box" Thinking: Redesigning the Workspace for Agility, Engagement and Innovation

Grace Gorringe, Administrator, Office of Leadership and Organization Development, Mayo Clinic

Melissa Price, Director of Facilities and Business Office, Quicken Loans

Tamara Samoylova, Head of Research, Deloitte Center for the Edge, Deloitte Consulting LLP

Karen Shellenback, Research Manager, Bersin by Deloitte, Deloitte Consulting LLP

Wednesday, April 29, 9:30–10:45 a.m.

Modern organizations require agile technologies, nimble business practices, flexible work practices and malleable space allocations. As human capital professionals, how might we incorporate work environment redesign principles into our work?

In this panel session, you will hear from leading specialists in the field of workspace design and workplace environments. The session's interactive discussion will help HR professionals understand the business reasons driving a re-examination of workplace design, client-specific challenges, and targeted design-based solutions. You will learn how applying certain design principles and flexible work practices can help your organization remain nimble and boost employee engagement for improved organizational performance.

NA6

Top Trends in HCM Technology — Or How to Stop Worrying and Love Your Mobile Phone



Smartphones are one of the most ubiquitous tools used globally today, a fact not lost of application providers who proudly proclaim to "develop on mobile first." But what about use by HR? We will look at new research that reveals what and where (and if!) HR users are planning for mobile use — and how they think it may add value. We also look at steps you can take to foster your mobile strategy.


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eTransform & Reinvent TR1

Building HR Analytics Skills: Turning Dataphobes into Dataphiles

Karen O'Leonard, Vice President, Benchmarking and Analytics Research, Bersin by Deloitte, Deloitte Consulting LLP

Akil Walton, Ph.D., Vice President, Talent Management and Organizational Effectiveness, Aleris International


As HR organizations strive to improve their analytics capabilities, one of the biggest barriers they face is a lack of skills. Many HR people are not comfortable with data — some are even afraid of it. But this should change if an organization wants to make better, fact-based decisions.

In this session, we will discuss the skills needed by HR professionals to help effectively use data to inform talent and business decisions. We will then describe development initiatives for building these skills among HR business partners — initiatives that include formal training, collaborative and experiential development, and cross-pollination strategies. Specifically, our session will address:

• The analytics skill sets required for HR business partners;

• How to develop these skills through formal training and other initiatives; and

• An example curriculum for building analytics skills among HR staff.

TR2

Know, Now Act: A Dapifer's Journey into HR Research, Analytics, and Insights

Robert Lanning, Senior Dapifer of HR Research, Insights and Analytics, Rackspace Hosting


In this session, attendees will hear how in the space of two years Rackspace went from doing no HR or talent analytics work to a Level 4 on Bersin by Deloitte's Talent Analytics Maturity Model. During this same period, the analytics function grew from a one-person job to a team of six. The effort and investment in HR analytics has netted significant changes and improvements in the company's talent strategy and processes at all levels. Attendees will learn how Rackspace:

• Recruited and developed accomplished HR research and analytics talent from disparate backgrounds;

• Established a "what happened" foundation of knowledge, with disciplined approaches to understanding "why it happened" and "how do we keep it from happening again";

• Aligned itself to focus on the strategic needs of Rackspace while handling the tyranny of "now"; and

• Automated the collection, manipulation, and visualization of data, enabled self-service and optimized ad-hoc reporting, including a discussion of technology options.

The session will also cover the pros and cons of Rackspace's technology solution and the net improvements seen to date.


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TR3

The Proof is in the Pudding, the Perils are in the Plan: Planning for an HCM Software Implementation

Rich Berger, Group Director, Global HRIS and Business Intelligence, Citrix


Kristy Rigot, System Director, Human Resources, Lee Memorial Health System


Learn from our research and from executives who have "been there and done it." In this session, panelists will discuss the major pitfalls and levers for success in planning for and managing an HCM implementation.

Whether the implementation is on-premise or in the cloud, how you plan makes a big difference in the success of the project. We will look at how to "plan for the plan," create a team, and manage the project—based on our study of implementation success. Oh yes—and we'll also examine the added challenges of a global implementation!

Transform & Reinvent TR4

Overcoming Common Strategic Workforce Planning Challenges

Stacia Sherman Garr, Vice President, Talent Management Research, Bersin by Deloitte, Deloitte Consulting LLP

Michael Manning, Principal Manager, HR Shared Services, Southern California Edison

Amit Mohindra, Vice President, Talent Management and Diversity, McKesson

Quinn Thompson, Director, Global Diversity and Talent Acquisition, International Paper


While many HR professionals have a conceptual grasp of strategic workforce planning, many seek real, specific examples of how organizations have tackled some of the more difficult elements of this important activity. If this sounds like you, then this is a session you must attend!

In this session, you will hear from executives representing four companies that have built robust workforce planning processes and skills to enable business success. Panelists will focus on topics such as working with the finance organization effectively, launching a new workforce planning initiative, communicating and managing workforce planning change, managing a distributed workforce planning team, and translating workforce planning into talent management playbooks. Come prepared for an interactive session where everyone will go home with useful insights and handouts that can be applied to your work today.


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Reinventing L&D Organizations for Continuous Learning

Jenny Dearborn, Senior Vice President and Chief Learning Officer, SAP

Dave DeFilippo, Ed.D., Chief Learning Officer, BNY University, BNY Mellon



These days, organizations are under continuous pressure to reinvent themselves. That means learning is as essential as it's ever been, both for leaders and employees. Chief Learning Officers (CLOs) and their teams are among those under relentless pressure – to be more business focused, more learner-centric and more cost-effective. To keep up with all these constantly shifting demands, L&D leaders are looking to completely transform how their teams do business.

In this session, CLOs from leading multinational organizations will share their insights on:

• Making the case for transformation to stakeholders throughout the organization;

• Reorganizing L&D teams and operations to deliver better, faster, more cost effective learning; and

• Turning painful changes and unfamiliar new approaches into better business results.

TR6

The New HR Business Partner: Beyond Generalist to Trusted Strategic Advisor

Debbie Sehulster, Director, Organization Effectiveness, Halliburton

Karen Shellenback, Research Manager, Bersin by Deloitte, Deloitte Consulting LLP


HR organizations are transforming, and HR roles are changing, too. In recent Bersin by Deloitte research, two new roles are emerging: the high-impact HR business partner and the HR business advisor. In this session, we will examine these roles in detail.

Specifically we will discuss:

• The required characteristics, capabilities and behaviors required for each of these roles;

• How leading companies are infusing these roles into HR organizational structures and the working and reporting relationships to lines of business;

• Research insights into achieving effective business partnerships; and

• Strategies to source and/or develop candidates for these roles.


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Reconnecting Learners with L&D

Daniel Abdo, Senior Vice President and Learning Manager, Bank of America

Susie Lee, Senior Vice President, Global Learning Product Management, Bank of America



Almost two-thirds of enterprise learning and development leaders tell us they now have trouble engaging learners. One of the primary reasons is that L&D competes for employees' attention and time due to constantly shifting job demands and unpredictable work environments. In addition, continually evolving learning habits, expectations and preferences – not to mention a growing array of self-directed learning options – stand in the way of learner engagement.

While most L&D leaders are aware of diminished engagement, they do not know how to address the issue. Winning the hearts and minds of learners calls for fresh thinking and innovative approaches.

In this session, Tauber will present new research on:

• The main barriers to learners' engagement with L&D activities;

• Key trends in learners' behavior, preferences and expectations; and

• Emerging strategies for reconnecting L&D to both employee and organizational demands.

LD2

Reinventing the L&D Profession: The Cobbler's Children Need Shoes

Deanna Cauley, Vice President Talent Management, Red Robin

Dani Johnson, Research Manager, Organizational Learning, Bersin by Deloitte, Deloitte Consulting LLP


The primary mission of many L&D organizations is to develop or update the skills and capabilities of employees throughout their companies. However, L&D professionals typically haven't applied the same focus to their own skills development. Unfortunately, this disparity has compromised L&D's credibility within the business. In fact, only 14% of learning leaders say that they are viewed as strategic business leaders within their companies.1 This situation should be reversed, given that L&D is uniquely positioned to have tremendous impact on business results – if it can execute its responsibilities effectively.

Join your peers for a working session to gain more clarity on questions such as:

• What should L&D be doing and how should it be organized to meet today's business needs?

• What capabilities should L&D develop?

• How can these capabilities be obtained?

1For more information, Key Findings: Becoming a High-Impact Learning Organization, Bersin by Deloitte / David Mallon, Janet Clarey and Mark Vickers, August 2012. Available to research members at www.bersin.com.


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Disney's Executive Leadership Insights: A Win-Win

Chris King, Vice President, Talent Solutions, The Walt Disney Company


Disney's Executive Leadership Insights is an assessment and action planning process designed to bring specific benefits to executive participants as well as the Disney organization.

For participants, the process can yield insights and provides exposure. For the company, the process can enable retention and engagement of key leaders, advances the organization's diversity agenda and improves talent-related decision making.

For each high-potential executive, data such as performance reviews, succession feedback, third-party self-assessments, a 360 assessment and interview results are synthesized into a "Leadership Story." The purpose is threefold: 1) To facilitate insights regarding the leader's potential, career intent, and opportunities; 2) To use the Leadership Story as input for creating a customized development action plan; and 3) To help inform future talent decisions.

Topics covered in this session include:

• A description of the experience, from the perspective of participants and their leaders;

• The process, which spans data collection, assessments, executive reporting, and action planning;

• Dependencies for success; and

• Lessons learned and results to date.

LD4

How Extra Space Storage Created a Leadership Development Program on a Budget

Sally Newton, Director of Human Resources, Extra Space Storage

Kenny Speegle, Division Vice President, Extra Space Storage


Succession planning and leadership development are important to any company competing in today's market. This point was recently driven home for Extra Space Storage, a national operator of professionally managed self-storage properties. Facing phenomenal growth, the retirement of a key executive, and a weak bench of manager-ready employees, Extra Space, recognized the need for a targeted leadership development program.

This session will provide insights and results from two perspectives: HR and business. Topics will include:

• Making the business case to the company's executive team and ongoing work with key business partners;

• Program strategy to ensure effective short- and long-term results within a tight budget;

• Tools and methodologies used; and

• Business impact and examples of results.


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eLead & DevelopLD5

Learning Technology: What Does It Really Take to Deliver Continuous Learning?

Jesse Hartigan, National Training Manager, Dyson U.S.

Dani Johnson, Research Manager, Organizational Learning, Bersin by Deloitte, Deloitte Consulting LLP

Rick Morgenstern, Manager, AQP, Allegiant Air

Eric Vandersluis, Senior Director, Talent and Professional Development, Comcast

David Whittaker, Director, Learning Solutions, Qualcomm, Inc.


Effective continuous learning – critical to building agile and capable workforce – is made up of four key elements: education, experience, exposure, and environment. However, many L&D organizations focus primarily on only one component, education. That's no longer enough. To meet the expectations and needs of their businesses – and learners – L&D professionals should think differently about what they're delivering and how it's delivered. And learning technology is beginning to play a larger role.

In this session, you will learn how innovative learning leaders are applying new learning methods and a diverse range of new technologies to foster continuous learning in their companies.

LD6

MasterCard's Social Learning Journey

Janice Burns, Chief Learning Officer, MasterCard

Charles Silvestro, Vice President, Global Talent Development and Organizational Effectiveness, MasterCard


Bersin by Deloitte's 2014 research bulletin "Meet the Modern Learner" documents the challenges facing many learning and development organizations: Employees are overwhelmed, distracted and impatient. As a result, employee participation and engagement in corporate training falls short and many have the perception that training too often does not meet employee needs.

In order to align training with the modern employee's work behaviors, habits and desires to learn from peers, MasterCard embarked on a learning journey leveraging internal MOOCs to create greater shared ownership of the learning environment. By leveraging the principles of agile development, data analysis, and continual re-evaluation, MasterCard has achieved internal MOOC completion rates of greater than 80%.

In this session, presenters will discuss lessons learned in the use of corporate internal MOOCs, including:

• Partnership and collaboration with business partners and subject matter experts;

• Instructional design that addresses employees' work behaviors and habits; and

• The importance of agile development and iteration.


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eAttract & EngageAE1

Beyond Integrated Talent Management: Building a Business-Aligned Talent Strategy to Maximize Impact

Stacia Sherman Garr, Vice President, Talent and HR Research, Bersin by Deloitte, Deloitte Consulting LLP

Matt Jones, Vice President, Talent Management, Essilor of America


Over the last several years, many organizations have had a tight focus on integrating talent processes, but some leaders are now asking — to what end? Bersin by Deloitte's newest research on integrated talent management finds that the majority of organizations lack a clear, integrated and continuous talent strategy tied to business outcomes. In this session, Stacia Sherman Garr will unveil the results from Bersin by Deloitte's largest and most comprehensive research effort on global integrated talent management and highlight the key elements of designing and maintaining a talent strategy. Matt Jones will share his experience developing a business-driven talent strategy, which leverages a Leadership Council of senior leaders and a new tool — the Talent Management Map — to create talent strategy alignment and continual talent management improvement.

AE2

Hire Better to Retain Longer: How Your Employment Brand Helps

Robin Erickson, Ph.D., Vice President, Talent Acquisition Research, Bersin by Deloitte, Deloitte Consulting LLP

Jennifer Jones Newbill, Senior Manager, Global Talent Center of Excellence, Dell, Inc.


Our research shows that as unemployment decreases, voluntary turnover increases.1 With unemployment close to the same level as before the Great Recession, companies increasingly struggle to find and keep skilled workers. The need for enterprise-wide retention and engagement strategies is growing, and while many businesses deploy some kind of engagement survey, our research shows that today's process for measuring and managing engagement annually has become almost obsolete. Moreover, organizations work hard to develop strong employment brand messages and value propositions, yet oftentimes fail to sustain momentum. During this working session, we will hear about Dell's employment brand transformation and invite participants to share their challenges and success stories as we collectively delve into:

• How should organizations craft an authentic employment brand?

• What are the different channels that you use to communicate your employment brand, internally and externally?

• How do you leverage your employees as brand advocates?

• To what extent do you adapt the brand to appeal to multiple audiences?

This will be a fun and informative working session, where everyone will roll up their sleeves to create actionable strategies for their organizations to implement today.

1For more information, "Communication & Employee Retention" in International Encyclopedia of Organizational Communication, Wiley & Sons / Robin Erickson.


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AE3

Lessons from the Front Line: How Dell Finally Got Serious about Employment Branding

Jennifer Jones Newbill, Senior Manager, Global Talent Center of Excellence, Dell, Inc.

Wednesday, April 29, 9:30–10:45 p.m

Dell aims to empower people everywhere to use technology to realize their dreams. The company prides itself on a culture built upon innovation and risk taking. However, Dell found its employment brand and candidate experience to be out of touch with the organization's strong consumer brand and guiding principles. With candidate demand for greater engagement and transparency — and with an internal desire to foster a stronger employee value proposition — the need for change was compelling.

This session will provide an overview of Dell's transformational journey. Newbill will detail how over the last five years, the Global Talent Center of Excellence has revitalized its employment brand, strengthened recruiting campaigns and improved candidate experience.

Topics will include:

• How Dell defined its employer value proposition by leveraging the pillars of its strong company brand;

• An overview of “Tell Dell,” an on-line forum that allows employees to participate in the revitalization of the organizational culture;

• The action steps Dell took to manage and sustain momentum, including evaluating meaningful data, reputation management, and a hands-on approach to engaging with talent prospects; and

• How Dell empowers its employees to be advocates and recruiting brand champions.

Attract & EngageAE4

It's Your Business: Transforming HR to Empower Managers

Mo Jessa, President, Earls Kitchen + Bar

Brenda Rigney, Vice President of People Operations, Earls Kitchen + Bar


Earls Kitchen + Bar is a highly praised casual-dining company with 65 restaurants in Canada and the United States. In its first 15 years, the company had no centralized HR department; restaurant managers managed all workforce and employee issues. As the company grew, a small HR team absorbed responsibility for compensation, HR technologies, training, compliance, hiring, and employee terminations.

Today, as the company actively expands into the United States, the HR pendulum is swinging back towards empowering managers; hiring, terminations, compensation, and training are now in the hands of restaurant managers. The HR department has been replaced with a People Operations team, which provides managers with innovative technology solutions and training so that managers can better coach and inspire their staffs. The team also oversees employer branding and communications, as well as the development of talent, learning and leadership platforms, and corporate IT.

This session will provide two unique perspectives of Earls' "it's your business" philosophy and how it aligns and supports the company's business strategy. Discussion topics include:

• The business-related challenges that fostered changes related to talent management;

• The formation of the People Operation function from the dissolution of HR and IT;

• The training and technological solutions implemented to empower managers and engage their people; and

• The business results from the transformation.


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eAttract & EngageAE5

Partnering for the Win: Recruiters and Hiring Managers Align for Results

Marty Belle, Vice President, Global Talent Acquisition and Inclusion and Diversity, W. W. Grainger

Robin Erickson, Ph.D., Vice President, Talent Acquisition Research, Bersin by Deloitte, Deloitte Consulting LLP

Celia Harper-Guerra, Global Head of Talent Acquisition, Illumina

Stefanie Thornton, Director, Talent Acquisition, Blue Cross Blue Shield of Michigan


Developing relationships with hiring managers is by far the most influential driver of talent acquisition performance outcomes. A staggering 97% of mature organizations report that they have strong relationships with hiring managers.1 Hiring managers and recruiters must be in lock-step to deliver positive candidate experiences, true and authentic employment brand messaging and timely talent solutions. This is not always as easy as it seems, however.

In this discussion, panelists will engage in a lively conversation, sharing real-life experiences and challenges. Session topics will include:

• A brief overview on the value of recruiter and hiring manager relationships;

• Different ways recruiters can establish positive and productive relationships with hiring managers, even when they are not staffing;

• How developing and deploying service level agreements or key performance indicators drive effective partnerships; and

• Different ways to engage hiring managers and get them involved in recruiting beyond reading the resume.

1For more information, High-Impact Talent Acquisition: Key Findings and Maturity Model, Bersin by Deloitte / Robin Erickson, Kim Lamoureux, Denise Moulton, September 2014. Available to research members at www.bersin.com.

AE6

Meeting the Talent Challenges of Multi-Generational Workforces

Julie Duda, Manager, Member Advisory Team, Bersin by Deloitte, Deloitte Consulting LLP

Elizabeth Knuppel, Vice President, Talent Management, Ericsson

Albert Quisumbing, Senior Vice President, Global HR Programs and Analytics, Edelman

Marvin Smith, Talent Community Strategies, Lockheed Martin


These days, the workforces of many companies span three to four employee generations. Meeting the needs and expectations of such diverse workforces, as well as increasingly complex and unrelenting business needs, presents an unprecedented range of challenges for today's talent leaders.

Panelists will discuss how they are tackling the multi-generational talent challenges and lessons learned to date. Conversation will touch on topics such as:

• Knowledge transfer and critical skills development;

• Leadership pipelines;

• Recruitment and engagement strategies;

• Communication and career development;

• Workforce analytics for decision-making; and

• Technology support.

Panelists will also relate how these challenges impact initiatives such as sourcing and hiring, employer branding, engagement and culture-building, learning, leadership development and succession planning.Panelists will also relate how these challenges impact initiatives such as sourcing and hiring, employer branding, engagement and culture-building, learning, leadership development and succession planning.


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W2

High-Impact HR: Structuring for Success

Art Mazor, Principal, Global HR Transformation, Deloitte Consulting LLP

Tauna Jecmen, Managing Director, Human Capital, Deloitte Consulting LLP

Gary Johnsen, Specialist Leader, Human Capital, Deloitte Consulting LLP

Friday, May 1, 8:30–12:00 p.m.

Organizations continue to face imperatives of globalization, growth initiatives, government regulations, demand for higher customer intimacy and the need to innovate. Meeting these challenges requires ongoing adaptation and evolution. Structuring HR to maximize business impact and deliver on these demands is an imperative.

While HR structure alone doesn't achieve high impact, it is a critical component that can increase performance by amplifying alignment to the business strategy and business model. An effective HR organizational structure can create positive workflow and energy to electrify resources and produce business-driven solutions.

In this hands-on working session, participants will engage in a highly interactive experience to explore the key characteristics of HR structures that support the implementation of a High-Impact HR Operating Model.

Workshop participants will leave with the information and tools needed to create a business case and achieve buy-in. Topics will include:

• The pros and cons of emerging and different HR organizational options, such as centralized vs. decentralized structures and solid vs. dotted-line reporting relationships

• Work group configurations and interactions involving various components of the High-IMPACT HR Operating Model, including:

– Business HR;

– Communities of expertise;

– HR operational services; and

– Executive leadership and governance.

Workshops

W1

Let's Get Real About Measurement: Leading Practices for Measurement and Evaluation in a World of Formal, Informal and Continuous Learning

Bob Danna, Director, Organization Transformation & Talent, Deloitte Consulting LLP

Charles Goretsky, Manager, Bersin by Deloitte, Deloitte Consulting LLP

John Mach, Manager, Deloitte Consulting LLP

Friday, May 1, 8:30–12:00 p.m.

The under-valuation and under-funding of L&D commonly stems from two issues: A lack of alignment with the organization's mission, operational goals, and business objectives; and the paucity of meaningful impact measures for decision makers.

In this lively and interactive forum, learning and talent leaders will actively explore effective ways to measure results of learning and development initiatives and present actionable information to the business.

Participants will have the opportunity to review findings and insights from Bersin by Deloitte's latest research; analyze and compare real- world examples of practical measurement approaches; and share and discuss their own measurement challenges. Participants are encouraged to bring their most difficult or vexing measurement issues for stimulating workshop discussion.

Participants will learn:

• Why there is no single best approach to measurement and how to align measurements with operational objectives;

• Leading practices from high-impact learning organizations with mature learning measurement processes in place; and

• How to differentiate and tailor process metrics, needed to manage the L&D function, and results metrics for business decision makers.


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W4

Building and Sustaining Highly Engaging Cultures

David A. Dye, Ph.D., Director, Human Capital, Deloitte Consulting LLP

Joe Kaplan, Human Capital Senior Manager, Deloitte Consulting LLP

Friday, May 1, 8:30–12:00 p.m.

This workshop will explore how HR and talent leaders can enhance employee engagement to foster a culture of engagement. Workshop facilitators will lead interactive discussions and activities covering a variety of topics, including common engagement challenges and barriers in today's workforce environments, employee expectations of managers and leaders, leading practices of exceptional leaders, and the role of management and leadership programs.

At the end of the , participants can:

• Understand why employee engagement is important to their organizations and to them as leaders;

• Diagnose engagement levels in their own organizations and cite relevant "case study" leading practices from leading companies and organizations with highly engaging cultures;

• Identify key levers and drivers that can help executives unlock engagement in their own organizations; and

• Implement techniques to enhance engagement using to enhance engagement using various interactive tools and activities.

Workshops

W3

Exploring Performance Management Transformation

Stacia Sherman Garr, Vice President, Talent & HR Research, Bersin by Deloitte, Deloitte Consulting LLP

Terry Patterson, Senior Manager, Human Capital, Deloitte Consulting LLP

Nathan Sloan, Principal, Deloitte Consulting LLP

Friday, May 1, 8:30–12:00 p.m.

The world of work has rapidly changed over the last decade to focus more on continuous interaction and engagement on iterative work teams and the use of real-time, reliable data. However, approaches to performance management have remained largely static.

During this interactive workshop, presenters will review how performance management approaches can adapt to these trends, and share detailed case studies of performance management transformation. They will also discuss Deloitte's POV on performance management and three primary components to success: fueling, seeing, and recognizing performance.

Throughout the session, participants will engage in interactive discussion and activities that can enable critical thinking around an organization's current approach to performance management and its vision for the future. Discussion with peers and Deloitte facilitators will focus on what it takes to successfully reinvent performance management.

HR and talent leaders interested in exploring the what, why, and how of performance management transformation for their businesses can benefit from this working session.


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G2

The WhatWorks® Award Program

David Mallon, Head of Research, Bersin by Deloitte, Deloitte Consulting LLP


The WhatWorks® Award Program recognizes outstanding talent-related innovations that drive business impact. This session will showcase the five finalists in these categories: Transforming HR; Developing Tomorrow's Leaders; Enabling High-Impact Learning; Acquiring Top Talent; and Optimizing Talent Management. Each finalist will present a brief case study, highlighting the initiative's challenges, the solution, and the results. At the end of the session, attendees will vote to select the 2015 WhatWorks Program ultimate award recipient. Results will be announced on Thursday, April 30.

Plenary sessions

G1

Bold HR: Leading in the new world of work

Josh Bersin, Principal and Founder Bersin by Deloitte, Deloitte Consulting LLP


For HR and talent teams, 2015 will be a critical year. The economy has been improving, unemployment is low, and the U.S. stock market is at record highs. Yet business and HR leaders are deeply concerned about three key trends: their specific organization’s culture and employee engagement; building leadership; and learning and development. Our research shows that leading organizations are also concerned about a new world of work where the barriers between work and life have all but disappeared. In this new world, HR organizations and HR skills are not keeping up.

In this session Josh Bersin will offer a fresh perspective on the workforce and how we need to engage and develop our people, adopt new technologies more rapidly, and become more agile, confident, creative and business-aligned to drive value. Specifically, he will share why and how so many organizations are moving beyond iterative improvements to throw away what doesn't work and embrace bold HR to:

• Build an irresistible organization where employee engagement is at the center.

• Own the leadership agenda; of the more than 60 HR factors that impact business results, the leading contributor is our leaders.

• Learn everywhere because learning today is not only a way to drive performance, it is one of the most important drivers of employee engagement you have.

• Demand credible data to support HR decisions and drive value in the organization.

Join Join Bersin as he brings his signature combination of research-based insights and practical examples that demonstrate why today's HR challenges require a new playbook - one that helps make HR more agile, forward thinking, and bolder in its solutions.


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G3

The Reliance Story: An HR Reinvention

Prabir Jha, Group President and Chief Human Resources Officer, Reliance Industries Limited


Reliance Industries Limited (RIL) is a holding company with businesses spanning the exploration and production of oil and gas, petroleum refining and marketing, petrochemicals, textiles, retail, and telecommunications. Founded in the 1960s, the company today is one of the largest in India. RIL was ranked 107 on Fortune's Global 500 list in 2014; the company's goal is to make the Top 50 within the next five years.

One of the company's major initiatives, called Jio, is the aggressive development of its telecommunications and digital service business. Reliance is preparing to serve approximately 50 million households in India by the end of 2015, requiring the company to hire and train employees that are distributed throughout the country.

To support RIL's growth strategy and to move the company's largely antiquated talent philosophy into the 21st century, Reliance is undergoing a massive HR transformation that includes re-evaluation and modernization of all HR practices and operating systems. This transformation touches a workforce of more than 23,000 in all business areas.

Join Reliance Chief Human Resources Officer Prabir Jha as he details Reliance's four-wave HR transformation strategy – one of the biggest and boldest in business today. In this session, Prabir will share efforts to:

• Articulate a new mission, vision, values and behaviors for the enterprise, called the "One Reliance Framework," and integrate talent management throughout the enterprise;

• Effect the ongoing change management required to educate and inform senior business leaders and employees throughout the transformation;

• Implement specific initiatives and their related business impact to date;

• Reboot the organization’s HR operating systems and processes, including job architecture, performance philosophy, rewards structure, talent management processes, career progression practices, learning and leadership.

G4

Leading for Innovation

Greg Brandeau, Co-Author of Collective Genius; Former Executive Vice President and Chief Technology Officer, The Walt Disney Studios; Former Senior Vice President, Pixar


Company-wide innovation usually begins with great leadership.

However, as Greg Brandeau and his co-authors discovered when researching the recently published book, Collective Genius: The Art and Practice of Leading Innovation, unleashing company-wide creativity often takes a special type of leadership – one that differs from the profile typically associated with "good" leadership.

In this presentation, Brandeau will discuss some common leadership characteristics and practices he found when studying a wide range of innovative organizations such as Google, eBay, Pixar, and Pfizer. He'll provide specific examples of how great leaders can help foster innovation at all level of their organizations by:

• Facilitating creative thinking and diverse opinions;

• Encouraging smart risks and viewing mistakes as learning opportunities; and

• Proactively managing change, promoting honest communications, and preserving culture fundamentals.

Brandeau will also share numerous anecdotes from his own career, which includes leadership roles at NeXT, Pixar, and The Walt Disney Studios.

We hope attendees will leave with new insights on the correlation between leadership and innovation and ideas for how they can help their own executive teams build cultures of innovation.

Plenary sessions

April 28–May 1, 2015 | Trump National Doral Miami, Florida

Documents

8450806 Bersin IMPACT 2014 Conference Collateral …login.bersin.com/uploadedFiles/IMPACT-2015-Agenda.pdf · Case Study Disney's Executive Leadership Insights: A Win-Win LD3 Donald